THE SECRETARY

THE SECRETARY
The elected secretary has often been identified as "the custodian of all official chapter
documents" and "responsible for the impartial recording of all chapter activities and
projects." Although this may be true to some extent, the position of secretary has
advanced to that of active member of the executive committee and in many cases,
training ground for advancement.
In short, the secretary serves as the coordinator and manager of the association's
governance communication process.
The official role of the elected secretary is broadly defined in the bylaws of the volunteer
organization and may read something like this:
"The Secretary shall be a member of the Board of Directors and shall serve as its'
secretary. The secretary shall report and maintain minutes of meetings of the
Board of Directors, and other meetings when directed by the President. The
secretary shall be responsible for the organization's correspondence as directed by
the President and shall mail all meeting notices. The secretary shall mail all ballots
and coordinate the election procedure and shall maintain an up-to-date roster of all
state chapter members. A report describing the organization's activities during the
proceeding year shall be presented annually to the membership."
As you review the responsibilities outlined in your affiliate's bylaws and meet with the
current secretary you will come to understand the role of the secretary as historian,
recorder of minutes and coordinator of reporting for activities of committees, council,
task forces, and other such groups. The secretary works with the presidential officers to
set agendas for board and membership meetings so a strong understanding of the
chapter's administrative regulations, plus the ability to closely coordinate activities, is
necessary if the person serving is to be effective. The secretary is an important position
and can have a positive impact on the ultimate success of the organization.
The secretary's duties require some familiarity with the organizational history, current
and past activities and programs, successes, and failures. The secretary should know the
membership and officers and capable of communicating with all members. Knowledge
of the organization's policies and procedures and some understanding of parliamentary
procedure will be an asset to the president and president-elect in carrying out their roles
effectively.
TRANSITION
A smooth transition is essential to maintain continuity in the activities of the secretary's
office. If possible, the overlap period between outgoing and incoming secretaries should
allow for at least one board meeting and certainly no less than two months. This will
allow the incoming secretary time to clarify any matters relative to files, records,
administrative guidelines, and procedures of the organization. A smooth transition will
also assist the new president in a speedier implementation of plans and programs for their
term of office.
(ed. note. The amount of time for on-the-job training depends on the degree of
sophistication of the organization in size, scope and level of staff support available.)
One of the new secretary's first responsibilities will be to is to notify ASHP and other
associations the names, addresses, and telephone numbers of the association's new
officers and committee chairs. This will ensure that new officers are added to ASHP's
mailing list to receive timely information on organization management and other matters
of interest.
FILE REVIEW
The files for review should contain, at minimum the information listed below. These
files contain important legal documents that must be maintained in easily retrievable
form. As the direct result of this review, the secretary will know: (If your affiliate has
paid staff, it may be easily accessible through that office.)
* Where to find the current and approved copy of the association's Constitution
and Bylaws.
* If the chapter is incorporated, where the copies of the Articles of Incorporation
and copies of the annual reports are filed.
* Where to find the latest audit, income tax report (IRS Form 990 or 990T) and
copies for the last seven years. The original IRS letter of determination and
EIN number should also be on hand.
* Where to find the current membership roster with full names and addresses.
* Where copies of the minutes for affiliate board meetings for the past five years
can be found.
The organization should have a filing system with file classifications appropriate to the
needs of the organization. The beginning of a secretary's term of office is the time to
review active files for each committee with final reports of completed activities placed in
permanent files.
Board and committee files should contain copies of meeting minutes, correspondence,
recommendations, reports to the board and other information pertaining to overall
committee activities. Final reports should be attached as an appendix to the minutes of
the appropriate Board of Directors meeting. Files awaiting responses to earlier
correspondence, (temporary files, information files, and routine correspondence files)
will require regular secretarial review.
As the two secretaries begin their review of the filing system completed items of
historical and legal significance should be archived or filed in permanent files. Some
items which are no longer required should be placed in a file for the president elect to
review. This file can serve as a reference for sample correspondence (e.g., thank you
letters, appointment letters, and letters pertaining to liaison with other organizations).
The president-elect will be able to obtain name and address information on previous
liaison and correspondence contacts. There also might be memoranda and
correspondence which will provide a better understanding of recent operatio ns of various
committees and other management team member activities. However, once reviewed, if
the material is no longer of value it should be discarded.
REFERENCE FILES
As the reference librarian for the association the catalog of various reference materials
will also need review. This list should include reference materials available to committee
chairs as well as board members and other officers (e.g., affiliation criteria, program
planning manuals, legislative aids, legislative alert guidelines, membership recruitment
plans, and samples of model legislation). The secretary should develop a mechanism to
periodically inform members of the availability of the material, perhaps through a
newsletter article.
ADMINISTRATIVE GUIDELINES
The secretary should have a strong understanding of the Board established administrative
guidelines which govern the secretary and the other members of the management team.
These guidelines and job descriptions should be reviewed and discussed with the
President to ensure accuracy. Operational changes during the past year, should be
reflected in the administrative guidelines, and a new job description drafted for Board
approval.
In short, the secretary is the communication hub of the organization serving both as a
repository for historical and legal records as well as a communications checkpoint for
dissemination of information regarding activities of committees, the Board of Directors,
and other groups. Without adequate guidelines and direction, the role of secretary will
not function effectively. It is necessary for the secretary and the entire Board, to
periodically reflect on the role, authorities and responsibilities of each officer.